Policing Nepotism and Cronyism Without Losing the Value of Social Connection

Abstract

Antinepotism policies are common in work organizations. Although cronyism appears to be commonplace as well, official policing of cronyism is less common. We argue that social connections in some crony relationships and apparently nepotic ones may add considerable value to organizations. We also argue that policing of nepotic relationships can be a form of unfair discrimination when the perception of inequity, rather than its reality, is being policed. Finally we consider effective approaches that simultaneously preserve the value of social connection, avoid the actual ethical breaches associated with some social connections, and avoid any unfair discrimination on the basis of group memberships (in this case, family and friends).

‘Not a Problem Until it Becomes a Problem’: A Qualitative Study of Values and Risks of In-house Family Ties in Swedish Workplaces

“…Hiring family members can be a way to enhance a positive family-oriented environment; the continuation of existing values and skills in the organization can be ensured as a result of knowledge transmission from one generation to the next (van Hooft & Stout, 2012); and social connections, such as family and friends, can add value to an organization (Jones & Stout, 2015). Indeed, heritage has been identified as one of the factors contributing to nepotism.…”

“…Some argue that the presence of family ties and other close social relationships in a workplace fosters a positive social work environment characterized by social cohesion among coworkers and a sense of caring (cf. Jones & Stout, 2015): [You] support each other, help each other in another way… ways that maybe you should for everyone but since there's a family tie… maybe you go that extra mile. [#4; metropolitan; food industry; large organization; male informant] Workers who feel comfortable at their workplace and like and trust their coworkers are likely to be more dedicated to their jobs and the organization.…”

If We Do Our Job Correctly, Nobody Gets Hurt by Nepotism

“…To the latter point, it is the perception of nepotism in its most negative sense that really causes organizational problems. Jones and Stout (2015) have essentially argued for nondiscrimination based simply on family relationships, and this makes sense. The same principles that protect against unfair workplace discrimination based on individual characteristics (e.g., race, gender, religious preference, age, etc.)…”

Embracing the “Two-Body Problem”: The Case of Partnered Academics

“…1Å berg's (2001) findings have been widely cited, but the original report does not appear to be available any more. Jones and Stout (2015) have mentioned that an individual offered a job because of social connections might feel coerced to accept it. It is certainly possible that one or both partners might feel pressure to accept suboptimal positions to remain together, especially if the institution has gone out of its way to create a second position.…”